Goal setting and job descriptions can only give a planning and future perspective
The true test is when those goals and activities are actioned by the employee.
The true test is when that person you hired or promoted takes tangible actions and steps to do what they think it is that you want them to do, as per the guidance in the goals and their position description.
That is why feedback is necessary, if not essential.
You as a leader have the responsibility to follow through to give feedback on how well your “instructions” have been translated into action.
It is your responsibility to praise and comment when things are done as expected – it’s called reinforcement.
It is your responsibility to provide corrective feedback as soon as you are aware that something has not gone as you thought/expected/planned.
Do not wait for the formal review meeting. Several years ago I spoke with a nurse who reminisced none too fondly of a senior staffer who refused to give students feedback on an incorrect needle insertion until they had made the same mistake 6 or 7 times.
Wow is all I can say about that.
If an employee is not provided with corrective feedback when an error occurs, how can you be sure that they are aware of their mistake?
If you wish to take further action such as a performance warning then you had better be clear on what you have done to support and train and give feedback to that employee that made them aware of the error or inaccuracy as soon as you are aware of it.
Staying silent on performance problems is an unacceptable option.
Staying silent on performance successes is unacceptable.
Hence the necessity of the art and the science as well as the action of performance feedback.